Kendall7e ch02

Understanding Organizational
Style and Its Impact on
Information Systems
Systems Analysis and Design, 7e
Kendall & Kendall
2
©2008 Pearson Prentice Hall

Kendall & Kendall 2-2
Learning Objectives
• Understand that organizations and their
members are systems and that analysts need
to take a systems perspective
• Depict systems graphically using context-level
data flow diagrams, and entity-relationship
models, use cases and use case scenarios
• Recognize that different levels of
management require different systems
• Comprehend that organizational culture
impacts the design of information systems

Three Main Forces Interacting to
Shape Organizations
• Levels of management
• Design of organizations
• Organizational cultures

Organizations Are Composed of
Interrelated Subsystems
• Influenced by levels of management
decision makers that cut horizontally
across the organizational system
• Operations
• Middle management
• Strategic management
• Influenced by organizational cultures
and subcultures

Major Topics
• Organizations as systems
• Depicting systems graphically
• Data flow diagram
• Entity-relationship model
• Use case modeling
• Organizational culture

Organizations As Systems
• Conceptualized as systems designed to
accomplish predetermined goals and
objectives
• Composed of smaller, interrelated
systems serving specialized functions
• Specialized functions are reintegrated to
form an effective organizational whole

Interrelatedness and
Independence of Systems
• All systems and subsystems are interrelated
and interdependent
• All systems process inputs from their
environments
• All systems are contained by boundaries
separating them from their environments
• System feedback for planning and control
• An ideal system self-corrects or self-regulates
itself

Figure 2.1 System outputs serve as feedback
that compares performance with goals

Organizational Environments
• Community
• Physical location
• Demographic profile (education, income)
• Economic
• Market factors
• Competition
• Political
• State and local government

Openness and Closedness
• Open
• Free flow of information
• Output from one system becomes input to
another
• Closed
• Restricted access to information
• Limited by numerous rules
• Information only on a “need to know” basis

Virtual Organizations and Virtual
Teams
• A virtual organization has parts of the
organization in different physical
locations
• Computer networks and
communications technology are used to
bring virtual teams together to work on
projects

Benefits of Virtual Organizations
and Teams
• Possibility of reducing costs of physical
facilities
• More rapid response to customer needs
• Helping virtual employees to fulfill their
familial obligations to children or aging
parents

Taking a Systems Perspective
• Allows system analyst to understand
businesses before they begin their tasks
• It is important that members of subsystems
realize that they are interrelated with other
subsystems
• Problems occur when each manager thinks
that his/her department is the most important
• Bigger problems may occur when that
manager rises through the ranks

Enterprise Resource Planning
• Enterprise Resource Planning (ERP)
describes an integrated organizational
information system
• Software that helps the flow of
information between the functional
areas within the organization

Depicting Systems Graphically
• Context-level data flow diagrams
• Entity-relationship model
• Use Case Modeling

Context-Level Data Flow
Diagrams
• Focus is on the data flowing into and
out of the system and the processing of
the data

Figure 2.4 The basic symbols of
a data flow diagram

Airline Reservation System

Entity-Relationship Model
• Focus is on the entities and their
relationships within the organizational
system

Relationships
• Relationships show how the entities are
connected
• Three types of relationships
• One-to-one
• One-to-many
• Many-to-many

Entity-Relationship Example

Figure 2.8 Examples of different types of
relationships in E-R diagrams

Entities
• Fundamental entity
• Associative entity
• Attributive entity

Figure 2.9 Three different types
of entities used in E-R diagrams

Attributes
• Data attributes may be added to the
diagram
Patron
Patron Name
Patron address
Patron phone
Patron credit card

Creating Entity-Relationship
Diagrams
• List the entities in the organization
• Choose key entities to narrow the scope
of the problem
• Identify what the primary entity should
be
• Confirm the results of the above
through data gathering

Figure 2-12 A more complete E-R diagram
showing data attributes of the entities

Use Case Modeling
• Describes what a system does without
describing how the system does it; that
is, it is a logical model of the system

Use Case Diagram
• Actor
• Refers to a particular role of a user of the system
• Similar to external entities; they exist outside of
the system
• Use case symbols
• An oval indicating the task of the use case
• Connecting lines
• Arrows and lines used to diagram behavioral
relationships

Actor
• Divided into two groups
• Primary actors
• Supply data or receive information from the
system
• Provide details on what the use case should do
• Supporting actors
• Help to keep the system running or provide
help
• The people who run the help desk, the
analysts, programmers, and so on

A Use Case Always Provides
Three Things
• An actor that initiates an event
• The event that triggers a use case
• The use case that performs the actions
triggered by the event

Use Case Relations
• Behavioral relationships
• Communicates
• Used to connect an actor to a use case
• Includes
• Describes the situation in which a use
case contains behavior that is common
to more than one use case

Use Case Relations
• Behavioral relationships (Continued)
• Extends
• Describes the situation in which one use
case possesses the behavior that allows
the new case to handle a variation or
exception from the basic use case
• Generalizes
• Implies that one thing is more typical
than the other thing

Figure 2.13 Some components of use case diagrams
showing actors, use cases, and relationships for a
student enrollment example

Figure 2.14 Examples of use cases and
behavioral relationships for student enrollment

Developing Use Case Diagrams
• Review the business specifications and
identify the actors involved
• Identify the high-level events and develop the
primary use cases that describe those events
and how the actors initiate them
• Review each primary use case to determine
the possible variations of flow through the
use case
• The context-level data flow diagram could act
as a starting point for creating a use case

Figure 2.15 A use case diagram representing a
system used to plan a conference

Developing the Use Case
Scenarios
• The description of the use case
• Three main areas
• Use case identifiers and initiators
• Steps performed
• Conditions, assumptions, and questions

Figure 2.16 A use case scenario is divided into three
sections: identification and initiation; steps performed;
and conditions, assumptions, and questions

Why Use Case Diagrams Are
Helpful
• Identify all the actors in the problem
domain
• Actions that need to be completed are
also clearly shown on the use case
diagram
• The use case scenario is also
worthwhile
• Simplicity and lack of technical detail

Figure 2.17 The main reasons for writing use
cases are their effectiveness in communicating
with users and their capturing of user stories

Figure 2.18 Management in organizations exists on
three horizontal levels: operational control, managerial
planning and control, and strategic management

Operations Control
• Make decisions using predetermined
rules that have predictable outcomes
• Oversee the operating details of the
organization

Managerial Planning and
Control
• Make short-term planning and control
decisions about resources and
organizational objectives
• Decisions may be partly operational and
partly strategic

Strategic Management
• Look outward from the organization to
the future
• Make decisions that will guide middle
and operations managers
• Work in highly uncertain decision-
making environment
• Define the organization as a whole

Managerial Levels
• Different organization structure
• Leadership style
• Technological considerations
• Organization culture
• Human interaction
• All carry implications for the analysis
and design of information systems

Organizational Culture
• Organizations have cultures and
subcultures
• Learn from verbal and nonverbal
symbolism

Verbal Symbolism
• Myths
• Metaphors
• Visions
• Humor

Nonverbal Symbolism
• Shared artifacts
• Trophies, etc.
• Rites and rituals
• Promotions
• Birthdays, etc.
• Clothing worn
• Office placement and decorations

Summary
• Organizational fundamentals
• Organizations as systems
• Graphical representation of systems
• DFD
• ERD
• Use case diagrams and scenarios

Summary (Continued)
• Levels of managerial control
• Operational
• Middle management
• Strategic

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